Using Training to Boost Retention – and Employment Equity Results
For many employers, retaining skilled staff, especially those from designated groups, has become one of the toughest challenges in today’s labour market. We hear this every week: “We train, but they leave.” Or worse: “We promote, and they’re poached.”
Retention issues aren’t new. But under the amended Employment Equity Act, they carry bigger implications. The Employment Equity Regulations don’t just expect you to hire representatively. They expect you to show progress, promotion, succession, and internal development of designated employees. And if those employees are leaving before that progress happens, it impacts your equity performance and your B-BBEE score.
This is where strategic training comes in – and it may be one of your most underutilised levers.
What companies should focus on to align training with both retention and Employment Equity compliance:
- Map development pathways for designated employees.
Ad hoc training rarely leads to lasting transformation. Companies should start by identifying roles or levels with underrepresentation and plan clear development paths for employees in those areas — with timelines and milestones. Training should be tied to internal mobility, not just compliance. - Target training to address retention risks.
Use exit interviews, EE reviews, and workforce data to identify where designated groups are leaving or disengaging. These insights can inform focused interventions — such as mentorship, onboarding support, or succession planning — that improve both retention and equity performance. - Align training spend to transformation priorities.
Skills Development budgets should be strategically allocated. Prioritise training for underrepresented groups in roles that matter — such as African females in management. This ensures training contributes meaningfully to Employment Equity targets and broader transformation. - Incorporate training data into Employment Equity reporting.
Track participation, progress, and promotion by race, gender, and occupational level. Even simple reporting on training outcomes can strengthen your EE Plan and provide evidence of internal development — a key expectation under the new regulations. - Foster a culture of continuous development.
Training shouldn’t happen in a vacuum. Businesses that make learning part of their culture — through policy, performance management, and visible leadership support — are better positioned to retain talent and demonstrate progress.
Using training to retain staff isn’t just good HR management, it’s a measurable Employment Equity outcome, a funding opportunity, and a way to future-proof your workforce.
How we support:
We help businesses use training as a tool for both retention and transformation by:
- Aligning training interventions to Employment Equity goals and Skills Development priorities
- Supporting discretionary grant and learnership implementation
- Reporting on training impact by race, gender, and occupational level
Retention isn’t about keeping everyone, it’s about growing the right people and showing the progress.
Speak to our Employment Equity specialist and let Labournet help you implement Employment Equity best practices in your organisation.
